OD Interventions

We are busy !

Forethought People want to change everything and, at the same time, want it all to remain the same.

Organization Development Process of increasing organizational effectiveness and facilitating personal and organizational change through the use of interventions driven by social and behavioral science knowledge. A process of fundamental change in organizational culture Process of bringing to the surface those implicit behavioral patterns that are helping and hindering development.

OD Cycle INSIGHT Assessment Analysis Diagnosis ACTION RESULTS Change Plan Implementation RESULTS Evaluation

OD Needs Assessment A systematic exploration of the way things are and the way they should be. These "things" are usually associated with organizational and/or individual performance.

Presentation of Assessment Result of assessing needs in SWOT framework Time Preparation: 30 Min Presentation: 10 Min for each group

SWOT Profile Strengths Weakness opportunities Challenges

It’s not what you know, but how you know it Needs (gaps) are identified in 4 ways: Types of Need Normative Relative Expressed Perceived

Form of Needs Normative Defined as falling below a standard criterion established by custom, authority, or general consensus. Strength: Allows planners to use objective targets Weakness: Need levels change with time and must be re- evaluated

Forms of Needs Relative Measured by the gap between the level of service between similar communities Strength: Can lead to a priority for distribution of limited resources Weakness: Limits resource allocation to under-performing areas

Forms of Needs Expressed Defined in terms of the number of people who actually have sought help Strength: Focuses on situations where people have taken action Helps to determine barriers Weakness: Not all people with Needs seek help Loss of the bigger picture Misses latent Needs

Forms of Needs Perceived Defined in terms of what people think their needs are or feel their needs to be Strength: Easy to come by Weakness: Subjective

Each type of need may paint a different picture of the Gap !

Organization-Level Diagnostic Model Inputs Design Components Outputs General Environment Industry Structure Technology Strategy Structure HR Measurement Systems Systems Effectiveness Organization Culture Cummings & Worley, 7e (c) 2001

Group-Level Diagnostic Model Inputs Design Components Outputs Organization Design Goal Clarity Task Team Structure Functioning Group Group Composition Norms Team Effectiveness Cummings & Worley, 7e (c) 2001

Individual-Level Diagnostic Model Inputs Design Components Outputs Organization Design Group Design Personal Traits Goal Variety Task Identity Autonomy Task Feedback Significance about Results Individual Effectiveness Cummings & Worley, 7e (c) 2001

Intervention To intervene is to enter into an ongoing system of relationships to come between or among persons, groups, or objects for the purpose of helping them. Argyris, C. (1970) Intervention theory and method. Reading, MA: Addison-Wesley

Dimensions of OD People Technology Structure

McKinsey’s 7 S Framework

OD interventions The planned activities clients and consultants participate in during the course of an OD programme for changing the status quo. An action or set of actions designed to introduce changes in organization for improving its efficiency and effectiveness. A set of planned change activities intended to improve organization's effectiveness, including quality of work life and productivity. - Cumming, 1993

OD interventions In a sense, intervention is any event, directed toward improving organizational effectiveness, that disrupts an organization’s normal way of operating. - Smither, R. et al.,1970 Interventions sometimes involve a consultant from outside the organization, but many times management itself intervenes to make organizational changes.

Purpose of interventions Interventions are vehicle for causing change, which: Disrupt the Status Quo Address organizational problems Organizational transformation Enhance efficiency and effectiveness Improving HR capacity

OD Canvas Work in your group Discuss appropriate intervention techniques (reference listed) for your identified need Ask yourself why this technique is appropriate Peer Review your group work

Integrated approch

Intervention mode Level of Organization Target Group Top (Policy) Level Middle Level Operational Level Target Group Individual Team Organization Organizational Elements Human Technical Structural Process

Individual level intervention Life and Career Planning activities Education and Training Mentoring, Coaching and Counseling T-group (Sensitivity training) Job redesign Behavior modeling Reflection Responsibility charting Individual goal setting / 360 degree feedback Performance appraisal Leadership development Values Clarification and Value Integration Conflict Management Action Learning Self-Awareness Tools

Team level interventions Team building: task / process directed Interdependency exercise Appreciative inquiry Responsibility charting Role analysis technique Decision making, problem solving, planning, goal setting in team Conflict management/ Confrontation meeting Job enrichment MBO Appreciations and concerns exercise Visioning Quality of work life programmes Quality circles Force field analysis Self managed teams Process consultation

Organization level interventions Socio-technical systems MBO Cultural analysis Confrontation meetings Visioning Strategic planning Performance management Employee wellness / Reward system Diversity management KM Interdependency exercise Survey feedback Appreciative inquiry QWL programmes TQM Physical settings Large scale systems change Succession planning Structural changes / Restructuring: Downsizing, Decentralization and Centralization

The secret to change is to focus all of your energy not on fighting the old but on building the new. - Socrates